HR Strategy and Workforce Planning for Information Technology and Software
How many people, in which roles, by when — and what they will cost.
What this looks like in information technology and software
The parts of hr strategy and workforce planning that are specific to this sector, rather than general.
Capacity Planning for Knowledge Work
Where the constraint is skills, not seats.
What this coversHide
Capacity Planning for Knowledge Work
Where the constraint is skills, not seats.
What this coversHideSoftware workforce planning is a skills and capacity question rather than a headcount one. Two engineers are not interchangeable, and the plan has to say what kind.
- Skill and seniority mix planned, not just headcount
- Delivery commitments translated into capability requirements
- Notice periods and ramp-up time built into timelines
- Build versus buy versus contract decided per capability
- Attrition assumptions by team and seniority
- Bench and buffer capacity decided deliberately
- Cost per capability rather than per head
- Scenario planning for delivery changes
Building notice periods and ramp-up into the plan is what separates a workable hiring plan from one that assumes people start the week they are needed.
The general method — what hr strategy and workforce planning covers, the questions it answers and what an engagement produces — is the same whatever the sector, and is set out on the hr strategy and workforce planning page. What is above is the part that differs for information technology and software.
Other HR topics for information technology and software
Where to start
Most engagements begin with a review of how this runs in your business today, then a written process and the sequence to implement it.
See all HR topics for information technology and software, or another industry.